Towards Sustainable Mining

Transcription

1 Towards Sustainable Mining November 15, 2012 l Association québécoise de vérification environnementale

2 Overview Why TSM in Canada How it was developed Architecture and Governance COI panel Performance indicators and how they work External Verification Reporting 2

3 About MAC The national organization of the Canadian mining industry Mining, smelting and refining of base and precious metals Mining of iron ore, diamonds, uranium, oil sands, coal and industrial minerals Many associate members 3

4 MAC Members Agnico-Eagle Mines Ltd. Anglo American Metallurgical Coal Canada ArcelorMittal Mines Canada Baffinland Iron Mines Corporation Barrick Gold Corporation BHP Billiton Canada Inc. BHP Billiton Base Metals Cameco Corporation Canadian Zinc Corporation De Beers Canada Inc. HudBay Minerals Inc. IAMGOLD Corporation Imperial Metals Corporation INMET Mining Corporation Iron Ore Company of Canada Kinross Gold Corporation New Gold Inc. Newmont Canada Corporation Newmont Hope Bay Mining Ltd. North American Tungsten Corporation Ltd. Nyrstar Canada (Holdings) Ltd. Royal Canadian Mint Sabina Gold and Silver Corporation Shell Canada Energy Inc. Shore Gold Inc. Suncor Energy Inc. Syncrude Canada Ltd. Teck Resources Ltd. Taseko Mines Ltd. Vale Wabush Mines Xstrata Copper Canada Xstrata Nickel Xstrata Zinc Canada 4

5 Towards Sustainable Mining: Background UN World Commission on Environment and Development report focuses attention on the environmental and social impacts of industrial activity MAC focused on gathering stakeholder input, finalizing the guiding principles and developing the key performance elements to respond to priority areas identified during the initial dialogue. Early 1990 s High-profile tailings dam failures at international mine sites owned and operated by Canadian companies bring media attention to the Canadian mining sector. Canadian mining sector launches Whitehorse Mining Initiative (WMI). UN Conference on Environment and Development in Rio de Janeiro increases public awareness of environmental damage. Citizen groups and NGOs begin to pressure governments and industry. 5

6 THE UGLY CANADIAN THE PHILIPPINES: MARCOPPER KUMPTOR: KYRKYZSTAN GUYANA: OMAI LOS FRAILES: SPAIN 6

7 TSM: Designed by miners, for miners MAC focused on gathering stakeholder input, finalizing the guiding principles and developing the key performance elements to respond to priority areas identified during the initial dialogue. TSM continues to evolve and grow to meet the needs of society Today Protocols were tested, and in 2004 the TSM initiative was launched at the AGM of the Canadian Institute of Mining, Metallurgy and Petroleum in Edmonton. 7

8 Business case for TSM There are many reasons why addressing social, environmental and community issues is good for mining companies: Performance improvement, Risk management, Access to capital, Social license, Recruitment t and retention, ti and Innovation and learning 8

9 What is TSM? Off the shelf management system for key mining risks Easily integrated into EMS Backed with guidance manuals Transparent Credible, recognized as best in class Growing recognition Community of Interest engagement built into the program Mandatory for MAC members Facility level reporting 9

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11 TSM Governance MAC Board of Directors TSM Governance Team Community of Interest Advisory Panel TSM Initiative Leaders Tailings Working Group Energy Task Force Public Affairs Committee Biodiversity Task Force Other MAC Committees/ Taskforces/Working Groups 11

12 COI Advisory Panel COI Advisory Panel Composition Meets twice per year Aboriginal peoples Environmental NGO Economic/community development Social NGO including faith based groups Finance/investment International development Labour/workplace Media/communications MAC Board of Directors Junior Mining Company Representative Work of Panel publicly l available on the MAC website Annual COI Panel Statement published in TSM Progress Report 12

13 Guiding Principles Our actions must reflect a broad spectrum of values that t we share with our employees and communities of interest, including honesty, transparency and integrity. And they must underscore our ongoing efforts to protect our employees, communities, i customers and the natural environment. MAC members are committed to: Transparency Safety and Health Accountability Sustainability Innovation Community Engagement/Development Excellence 13

14 TSM Performance Indicators In addressing the TSM Guiding Principles, MAC developed performance indicators to: Respond to critical performance areas Demonstrate performance F ilit t continuous ti Facilitate improvement toward recognized best practices Build credibility and trust with communities of interest 14

15 TSM Performance Indicators Communities & People Environmental Footprint Energy Efficiency Aboriginal and Community Biodiversity Conservation Crisis Management Planning Safety and Health Tailings Management Outreach Management Corporate biodiversity Community of interest (COI) Crisis management Policy, commitment and Tailings management conservation policy identification preparedness accountability policy and commitment accountability and communications Energy Use and Greenhouse Gas (GHG) Emissions Management Energy use and GHG emissions management systems Effective COI engagement and dialogue Review Planning, implementation and operation Tailings management system Facility level biodiversity conservation planning and implementation Energy use and GHG emissions reporting systems COI response mechanism Training Training, behavior and culture Assigned accountability and responsibility for tailings management Biodiversity conservation reporting Energy and GHG emissions performance targets Reporting Monitoring and reporting Annual tailings management review Performance Operation, maintenance and surveillance (OMS) manual 15

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17 Crisis Management Planning Three indicators: Crisis management preparedness Review Training Assessment of both corporate & facility levels Uses a different rating scale - Must assess each criterion as Yes/No (Met/Not Met) Must meet all criteria in order to achieve a Yes Aligned with MAC Guidelines for Corporate Crisis Management Planning (updated every 2 years) (updated every 2 years) Goal is to achieve Yes for all three indicators Crisis management plan is in place; Crisis management plan is regularly reviewed and updated; and Crisis management training is conducted on an annual basis. 17

18 Energy and GHG Emissions Management Three indicators: Energy use/ghg management systems Energy use/ghg reporting systems Energy use/ghg performance target Aligned with MAC Energy Use and GHG Emissions Management Guidance Document Goal is to achieve a rating of A or higher for all indicators Systems are in place to manage energy use and GHG emissions; Energy use and GHG emissions tracking and reporting systems are in place for internal use and for public reporting; and Energy and GHG emissions performance targets have been established and met. 18

19 Aboriginal and Community Outreach Focuses on engagement with communities of interest (COI) In 2009, amended this protocol to more explicitly address outreach and engagement with Aboriginal communities along with other COI Four indicators: COI identification Effective COI engagement g and dialogue COI response mechanism Reporting Goal is to achieve a rating of A or higher h for all indicators Systems are in place to identify COI at the local/site level; Systems are in place to communicate with COI; Complaint and response systems are in place; and Reporting on COI engagement is open and transparent. 19

20 Tailings Management Five indicators: Policy and commitment Tailings management system Assigned accountability and responsibility for tailings management Annual tailings management review Operation, Maintenance and Surveillance (OMS) Manual Three guidance manuals: A Guide to the Management of Tailings Facilities A Guide to Audit and Assessment of Tailings Facility Management Developing an Operation, Maintenance and Surveillance Manual for Tailings and Water Management Facilities Goal is to achieve a rating of A or higher for all indicators A tailings management policy and system developed and/or reviewed in consultation with COI; An executive officer (CEO or COO) who has overall accountability to ensure that tailings are managed responsibly; Developed and implemented a tailings OMS manual. 20

21 Safety and Health Informed by the OHSAS 18001:2007 Standard for Occupational Health and Safety Management Systems Five performance indicators Policy, commitment and accountability Planning, implementation and operation Training, behaviour and culture Monitoring and reporting Performance Refers to MAC s Framework on Safety and Health Goal is to achieve a level A for each indicator Processes have been established to effectively plan for and manage safety and health to prevent the occurrence of all incidents, including a training program; Safety and health performance is regularly monitored and reported both internally and externally; and Continual improvement targets t at each facility to move toward zero harm. 21

22 Biodiversity Conservation Three indicators: Corporate biodiversity conservation policy, accountability and communications Facility-level biodiversity conservation planning and implementation Biodiversity conservation reporting References MAC s Mining and Biodiversity Conservation Framework Goal is to get to level A for each indicator Effective plans and management systems are implemented at the facility-level to manage significant biodiversity aspects; and Biodiversity conservation reporting systems are in place to inform decision-making and to communicate performance publicly. 22

23 TSM Verification System Self-assessment annual External verification every three years CEO letter of assurance posted on MAC website in year of external verification COI Panel Post- Verification Review CEO Letter of Assurance External Verification Self- Assessment COI Panel Review 2-3 companies each year 23

24 External Verification In the year of external verification, the TSM Initiative Leader will engage a qualified Verification Service Provider (VSP) to undertake the verification. To be qualified to undertake the verification, the VSP must: Attend a TSM Verification Workshop or complete the entire TSM online training course, Demonstrate auditing experience as well as expertise related to the subject matter covered by the protocols, and Be independent. VSP Terms of Reference establish these minimum requirements and outline the verification process. 24

25 External Verification: Scope of Work Standard verification methodology Includes three phases: 1. Planning Pre-verification communication with the client to ensure all required materials at the appropriate locations are available beforehand. Discussion with the client regarding the sample size for the verification and location for the verification activities. 2. Conduct Verify that the performance level reported by the client is consistent with the VSP s determination, based on standard auditing tools, including interviews with relevant personnel and dinspection of relevant tdocumentation. ti Verification is completed using the TSM protocols provided by MAC these will be the audit working papers. Indicate in the appropriate p comment box why a particular level has been assigned 3. Reporting The VSP report should include (at a minimum) a verification statement confirming the completion of the verification and its results. The VSP report will be provided d to the client. The client will submit the verified results to MAC for publication in the TSM Progress Report. Site visits are not absolutely required for TSM verifications. To date, site visits have been conducted in the vast majority of cases 25

26 Public Reporting Publication of results company specific aggregated for the membership as a whole On website Useful for comparison between companies (and peer pressure) 26

27 TSM Results Aboriginal i and Community Outreach Assessments Percent of Facilities at Level A or Higher % 93% 93% 90% 80% 70% 86% 75% 69% 86% 80% 66% 60% 50% 52% 54% 59% 52% 2006 (46 assessments) 40% 30% 2010 (56 Assessments) 2011 (59 assessments) 20% 10% 0% Community of interest (COI) identification Effective COI engagement and dialogue COI response mechanism Reporting 27

28 TSM Results Crisis Management Planning Assessments Percent of Companies & Facilities Responding "YES" % 90% 80% 78% 82% 82% 70% 60% 50% 40% 53% 59% 63% 66% 40% 69% 2006 (58 assessments) 2010 (72 Assessments) 2011 (74 assessments) 30% 20% 10% 0% Crisis management Review Training preparedness 28

29 TSM Results 100% 90% 80% Energy Use and GHG Emissions Management Assessments Percent of Facilities at Level A or Higher % 64% 60% 50% 40% 30% 20% 10% 0% 23% 42% 38% 35% 44% 18% 27% 37% 13% 49% 32% 32% 28% 29% 29% 22% 23% Energy use Energy use Energy intensity GHG emissions GHG emissions GHG emissions management reporting systems performance management reporting systems intensity systems targets systems performance targets 2006 (40 assessments) 2010 (55 Assessments) 2011 (59 assessments) 29

30 TSM Results 100% Tailings Management Assessments Percent of Facilities at Level A or Higher % 80% 70% 60% 50% 40% 44% 60% 70% 39% 49% 63% 61% 78% 83% 56% 78% 67% 67% 47% 74% 30% 20% 10% 0% Tailings management policy and commitment Tailings management system Assigned accountability and responsibility for tailings management Annual tailings management review OMS manual 2006 (36 assessments) 2010 (45 assessments) 2011 (46 assessments) 30

31 TSM is evolving In 2009, MAC Board approved: The Aboriginal and Community Outreach protocol (to replace External Outreach) The Biodiversity Conservation protocol The Safety and Health framework and protocol These are the first new indicators since the program was launched In 2012, MAC Board approved: Revised indicators for energy use and GHG emissions management reporting on the revised indicators will begin in Work-in-progress Closure TSM Framework on Mine Closure (2008) Draft protocol prepared and expected to be available for voluntary use in

32 TSM is a leader in the CSR field Globe Foundation Award for Environmental Excellence PDAC Award for Environmental and Social Responsibility Sustainalytics: through participation in the Mining Association of Canada s (MAC) Towards Sustainable Mining (TSM) initiative, industry members are collaboratively addressing some of the inherent environmental and social impacts associated with mining operations. TSM is a robust tool that allows companies to report environmental e and social data and includes external verification of performance. TSM also includes a protocol for tailings management, the disposal of which is a highly contentious issue for the sector. The actions of some companies, that continue to discharge tailings into rivers damaging river ecosystems and the communities that rely on them, reflect negatively on the industry as a whole. Editorial: Rio+20 and looking back at 20 years of corporate social responsibility, Macleans 32

33 Canadian Business for Social Responsibility More interpretive Less guidance Little compliance More prescriptive More guidance Stricter compliance 33

34 For additional information Tara Shea Manager, Towards Sustainable Mining 34